PM Methodology

June 6th, 2014

The senior leadership team has provided detailed feedback on the methodology and their edits have been included.   Allowing for this feedback has resulted in a delay in the training.    However, this is actually good news because the delay has moved us closer to the end of the HR/SIS upgrade, and resources are becoming available on the Marketing & Communications Team (MCT) to assist with the training.   MCT will engage with the Tiger Team later this month to work out the details.

For all practical purposed the methodology is complete!  We are looking forward to implementing it in FY15.

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April 16th, 2014

The Tiger Team is working through the punch list in preparation for wrapping up the effort.  It has taken an extra week to get to this point but it was well worth the time as the Methodology is even better!

Because of the extra week, training has been pushed out as well.  Keep on the lookout for invitations to the training events.  You will have several times/dates to choose from.

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The PM Methodology is almost done!  One more week and we can wrap it up.  Training will begin the week of April 14th.

BIG THANKS to the Tiger Team Members: Doug Lach, Lisa Tiedje, Lisa Dumont, Michael Conner, Laura Herbst, Nancy Gobey, and Jim White.

Training dates to be announced soon.

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The goal of this site is to communicate how the Office of the CIO (OCIO) is transforming the way we manage IT Projects and how the Project Management Office is supporting this change.
Why are we changing and why now?
With all the turmoil in the organization (CIO departure, New Interim CIO, New OSU President, New Provost, Turnover in the SLT, Integration start and stop with BFAP to name a few) why should we add yet another change?  Here is why: it is especially important in times of change that we don’t lose sight of our customers, and our customers are telling us that we need to get better.

This past year our sponsors (read “paying customers”) have not been happy with us.  Only 43% said we met their overall expectations.  Additionally, only 57% said they were please with our customer service.   These numbers were validated by the CEB PM Effectiveness Diagnostic, where the number one improvement area was identified as “Stakeholder Management”.  Add to that a low rating, as benchmarked against peer organizations by CEB, and we have a sense of urgency to do something now.

We must change for the better and we need to do it quickly!

How is the PMO going to help?

The PMO is going to change as well.   Back in November OCIO senior leaders came to the conclusion that the PMO needed specific direction if it was to succeed.   As a result they created a PMO Mandate with a mission to establish an efficient and functional Program Management Office that institutes project delivery best practices, standardization, and overall improvements in project outcomes.

Six components were identified as critical to success.  In order of importance they are:

  1. Coordinate portfolio-level communications and define consistent project reporting criteria
  2. Drive consistent project delivery via adoption of a standardized project lifecycle methodology
  3. Providing project delivery,  guidance, coaching, and oversight throughout project lifecycle in the form of QA Reviews
  4. Uplift PM maturity by providing educational opportunities, internal training and collaborative guidance, coaching, and mentoring
  5. Support project delivery PPM tools
  6. Lead a PM Council/Task Force for continuous improvement efforts.
To deliver a standardized project lifecycle methodology, a PM Tiger Team was formed to adopt and standardize our processes.   The Tiger Team includes cross-functional representation from all areas of the OCIO.  The team includes Lisa Tiedje, Doug Lach, Michael Conner, and Lisa Dumont.

Members from the PMO include Jim White and Nanci Gobey.

 

Human Resources is represented by Laura Herbst.

 

 

If you have any questions or comments on the process, please ask one of the Tiger Team members for assistance.

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